Problem Solving

1. Problem Solving Method

2. Facts about the Problem • After reading the case, summarize the information that you now know

3. Statement of the Problem • After stating the facts, a general statement should be made regarding the problem in the case.

4. Alternatives • There are many solutions to any given problem. This is your chance to put your problem solving skills to work and decide on a few possible courses of action to take now to solve the problem. One alternative that should always be considered is Do Nothing. This may not be the best solution to the problem, but it should be considered.

5. Pros/Cons of each Alternative • A listing of the advantages and disadvantages of each alternative is necessary in order to make an informed decision on the course of action that you should take in order to solve the problem.

6. Choose the Best Alternative • This is the alternative that you think will best solve your problem. An explanation of how this alternative will solve your problem is required at this stage.

7. Implementation • If you had to, what steps would you take now to make sure that our alternative was put into action in order to solve your problem. • You should think about what you should do immediately, in the near future and in one or two years.

8. Case Study • Val worked at a food concession at a busy convention centre. She enjoyed working with the public and took pride in being efficient and cheerful. Her supervisor never complimented her, however, always seemed to be pointing out what Val should do next. Val would promptly start on the next task, but began to wonder if she was doing her job as well as she should or could.

9. Val cont • Once the convention season was in full swing, another person was hired to work in the booth. Val noticed that the supervisor gave the other person the job of serving most of the time, while Val was told to keep the area clean and make sure that there were always plenty of supplies. Val felt that the supervisor was playing favourites and that her skills weren’t being used properly.

10. Facts about the Problem • Val enjoys working at her job. • Val receives no feedback from her supervisor. • Val follows instructions promptly and without complaint. • A new person is hired for the “busy” season and is given the job of serving, while Val is relegated to cleanup and stocking. • Val feels her supervisor is “playing favourites” and that her skills are not being utilized.

11. Statement of the Problem • Val does not get feedback on her performance and does not understand why her supervisor has relegated her to menial work.

12. Alternatives and Pros/Cons • Val should do nothing. • She will keep her job. • The supervisor may let her work with customers again. • She may just continue with menial work.

13. Actions • Val could quit the job and look for another. • She might find another job with more feedback and more satisfaction. • She might anger her supervisor and receive a poor referral which might make it harder to find another job. • She might not find another job.

14. Complain??? • Val could complain to her coworker • The coworker might be sympathetic to Val’s plight and ask the supervisor to give Val more counter time. • The coworker might be no help at all. • The coworker might tell the supervisor and get Val into trouble for complaining.

15. Val could approach her supervisor, in a private meeting, and let her know that she is unhappy with the way her job is going. She might ask why she has been relegated to menial work and is there anything she can do to get back to customer service, which she enjoys so much and thinks that she is good at. • The supervisor may be angry and fire Val. • The supervisor may explain to Val why she is no longer working the counter, directly with the customers, and possibly offer some suggestions and feedback on Val’s performance. • The supervisor may deny that Val has done anything wrong and explain the rational behind the reassignment of duties.

16. Choose the Best Alternative The last alternative is the best, however, Val must be prepared for the potential outcomes. She must tactfully ask an uncommunicative supervisor for an explanation for her relegation to cleaning and stocking from serving customers directly.

17. Private A private meeting is paramount. Calm and reasonable questions from Val are the best approach. Val must be prepared for the answers she receives. If the supervisor is unhappy with Val’s counter service, Val must be willing to accept constructive criticism and correct any problems. However, it may be possible there are reasons beyond Val’s control that are influencing the supervisor. If Val is not satisfied with the outcome of the meeting, she may want to consider looking for another job.

18. Implementation • Val asks for a private meeting with the supervisor. (immediately) • Val states in a calm and reasonable tone the following: • She enjoys her work at the counter. • She is uncertain whether the supervisor is pleased with her work as there is no feedback on her work. • She is now relegated to menial tasks while a new employee gets all the counter time, serving the customers.

19. After Val’s meeting with the supervisor, she must consider her options. If the result of the meeting is constructive feedback and an opportunity to resume counter work, she must implement the suggestions made by the supervisor. She may need to remain proactive in seeking out feedback from her supervisor.

20. If the results of the meeting with Val’s supervisor are not so positive, Val may either lose her job, continue with her job and her lack of satisfaction, or continue with her job and begin searching for a new one.